The culture at Pinterest is built on values that prioritize user obsession and diversity in skills and backgrounds, which I believe leads to better products.

I didn't discover Pinterest; my team recognized its potential, and I was impressed by Ben Silbermann's calm and thoughtful approach as a founder.

I passed on investing in Pinterest despite having multiple chances, thinking it was just images and wouldn't make money, even when my fiancée was using it obsessively.

A lot of people in Silicon Valley didn't get Pinterest; they looked at it and said it was visual and not organized in real time, but the fact that it made sense to someone was what really mattered to me.

In the beginning, we did desperate things to attract users, like changing Apple Store computers to display Pinterest, hoping to create buzz.

The few people that used Pinterest actually really loved it, so instead of immediately changing the product, I thought maybe I could just find more people like me.

My experience at Microsoft taught me how to navigate corporate politics, but it didn't prepare me for the fast-paced startup environment.

I recommended that Instapaper either be treated as a business unit within Pinterest or spun out into an independent company, as it didn't align with Pinterest's top-line metrics.

In early 2018, I reached out to Pinterest CEO Ben Silbermann to discuss the future of Instapaper, as I felt it was on a trajectory towards shutdown.